37 minute read
GRI Content Index
Standard Disclosure Standard Description
GRI 101: Foundation 2016 GRI 102: General Disclosures 2016
102-1 Name of the organization
2020 Response and URLs
Regency Centers
102-2 Activities, brands, products, and services 102-3 Location of the headquarters
102-4 Location of operations
102-5 Ownership and legal form
Regency Overview
Reference pages 1-3 in our 2020 Regency Centers 10-K Filing for additional information. Regency's corporate headquarters is located at One Independent Drive, Suite 114, Jacksonville, Florida.
Regency Centers does not operate outside of the United States.
Regency’s common stock is listed on the NASDAQ Global Select Market and traded under the symbol “REG”.
102-6 Markets served
102-7 Scale of the organization
102-8 Information on employees and other workers
102-9 Supply chain
102-10 Significant changes to the organization and its supply chain
Regency Overview
Reference pages 21-35 in our 2020 Regency Centers 10-K Filing for additional information.
Regency Overview Appendix: Financial Performance Data
Regency has 22 offices nationwide, including corporate headquarters, that participate in management, leasing, construction, and investment activities. At 31 December 2020, Regency employed 433 individuals.
Appendix: Our People Data
a. Regency Centers had 433 permanent employees (60% Female, 40% Male) as of Dec. 31,2020 and no temporary employees b. Regionally, our employees are located in Florida (60%), California (13%), Northeast (10%), Southeast [Excluding Florida] (5%), Texas (4%), Upper
Midwest (3%), Pacific Northwest (3%), Colorado (2%) c. Female: 254 Full time, 4 part time. Male: 175 Full time d. We are not aware of a significant portion of Regency’s activities that are performed by workers who are not employees. e. There are no seasonal or other variations in Regency’s employee data. f. Regency’s employee data is captured through an HRIS system. Full-time employees are those that work 40 hours per week. Regency disburses over $642 million to approximately 6,300 vendors for services, annually. Regency’s extensive vendor base is a result of owning, operating and developing more than 400 locations in 38 of the top 50 markets in the US, managed by local experts in 22 market offices. A third of the expense and vendor base that Regency contracts with is attributable to corporate expenses such as insurance, taxes, legal and employee related costs generally associated with operating a corporation. The remaining two thirds are costs related to capital investments and general operating expenses necessary to develop, refurbish, and maintain assets. In that regard, the vast majority of vendors are sourced by regional teams to perform work at a local level while a smaller handful of vendors are contracted on a national scale to provide support to the collective portfolio. No changes to report.
102-11 Precautionary Principle or approach Regency Centers uses a comprehensive risk assessment process to support its decision-making, however it does not explicitly use the precautionary principle in that process.
102-12 External initiatives United Nations Universal Declaration of Human Rights UN Guiding Principles on Business and Human Rights OECD Guidelines for Multinational Enterprises
For the GRI Content Index Service, GRI Services reviewed that the GRI content index is clearly presented and the references for all disclosures included align with the appropriate sections in the body of the report.
Standard Disclosure Standard Description 2020 Response and URLs
102-13 Membership of Associations
Partners and Affiliates
International Council of Shopping Centers (ICSC) Environmental Committee and Sustainability Working Group National Association of Real Estate Investment Trusts (Nareit) Real Estate Sustainability Council Nareit Social Responsibility Committee Global Real Estate Sustainability Benchmark (GRESB) Member U.S. Department of Energy (DOE) Better Buildings Alliance Partner Real Estate Roundtable Sustainability Policy Advisory Committee Urban Land Institute S&P 500 ESG Index Member Association of Corporate Counsel World Affairs Council Jacksonville Women’s Leadership Forum ICSC Certified Retail Real Estate Professional Governing Committee National Diversity Council Institute of Real Estate Management 2020 Women on Boards American Bar Association Commission on Sexual Orientation and Gender Identity ARMA NCREIF Downtown Vision, Inc Leadership Jacksonville
102-14 Statement from senior decision-maker CEO Letter
102-15 Key impacts, risks, and opportunities Reference pages 8-20 in our 2020 Regency Centers 10-K Filing.
Ethics and Integrity
102-16 Values, principles, standards, and norms of behavior
102-17 Mechanisms for advice and concerns about ethics
CEO Letter Ethics and Governance
Reference Regency's Code of Business Conduct and Ethics for additional information.
Ethics and Governance
Whistleblower Information available on our website
Governance
102-18 Governance structure
102-19 Delegating authority
Ethics and Governance
a. Reference Regency’s Corporate Governance site for additional information b. The Nominating and Governance Committee of the Board of Directors is tasked with oversight of Corporate Responsibility initiatives, objectives and goals.
Ethics and Governance
102-20 Executive-level responsibility for economic, environmental and social topics 102-21 Consulting stakeholders on economic, environmental, and social topics
Ethics and Governance
Stakeholder Engagement Our Communities Ethics and Governance
Standard Disclosure Standard Description 2020 Response and URLs
102-22 Composition of the highest governance body and its committees Reference pages 8-24 of our 2021 Proxy Statement available at www.regencycenters.com.
102-23 Chair of the highest governance body The company has an Executive Chair. Reference page 16 of our 2021 Proxy Statement.
102-24 Nominating and selecting the highest governance body 102-26 Role of highest governance body in setting purpose, values, and strategy
102-27 Collective knowledge of highest governance body
102-28 Evaluating the highest governance body’s performance Reference pages 16-21 in our 2021 Proxy Statement for additional information.
Ethics and Governance
Regency Centers' approach to Corporate Responsibility, which includes environmental, social and governance initiatives, strategies, policies and goals, are discussed, prioritized and approved by the Corporate Responsibility Committee. The Chair of the Committee, as well as department representatives that work toward accomplishing Regency's Corporate Responsibility initiatives, objectives and goals report frequently to the members of the Executive Committee and the Nominating and Governance Committee of the Board regarding key material topics related to our Corporate Responsibility pillars ensuring that they have oversight of and contribute to the strategies, goals and management of the program.
Ethics and Governance
The Chair of the Corporate Responsibility Committee reports at least annually to the Nominating and Governance Committee of the Board on key material topics related to our Corporate Responsibility pillars, which include environmental, social and governance topics, that are relevant to Regency. In addition, the full Board of Directors get regular Corporate Responsibility updates and they, along with Regency's Executive Committee participate in discussion around key material topics during the annual Strategic Planning process. The Chair of the Corporate Responsibility Committee reports at least annually to the Nominating and Governance Committee of the Board on the organization's performance with respect to governance, environmental, and social topics as well as collectively on our approach to Corporate Responsibility. Performance is measured through progress on Regency's Corporate Responsibility goals as well as through scores provided by third-party data aggregators, which are most often scored on a basis relative to a peer group.
102-29 Identifying and managing economic, environmental, and social impacts
Ethics and Governance
Refer to our Corporate Responsibility Policies and Practices for further information.
102-30 Effectiveness of risk management processes
102-31 Review of economic, environmental, and social topics
Ethics and Governance
The Chair of the Corporate Responsibility Committee reports at least annually to the Nominating and Governance Committee of the Board on the organization's performance with respect to governance, environmental, and social topics as well as collectively on our approach to Corporate Responsibility. Performance is measured through progress on Regency's Corporate Responsibility goals as well as through scores provided by third-party data aggregators, which are most often scored on a basis relative to a peer group.
Ethics and Governance
The Board of Directors reviews the organization's economic, environmental, and social topics and their impacts, risks, and opportunities as part of the annual Strategic Planning process. 102-32 Highest governance body’s role in The Corporate Responsibility Committee along with the President and CEO, and Executive Vice President and Chief Financial Officer provide final sustainability reporting approval for the annual Corporate Responsibility Report. 102-33 Communicating critical concerns Ethics and Governance The Chair of the Corporate Responsibility Committee reports at least annually to the Nominating and Governance Committee of the Board on key material topics related to our Corporate Responsibility pillars, which include environmental, social and governance topics, that are relevant to Regency. In addition, the full Board of Directors receive regular Corporate Responsibility updates and they, along with Regency's Executive Committee participate in discussion around key material topics during the annual Strategic Planning process. 102-35 Remuneration policies Reference pages 25-46 of our 2021 Proxy Statement and our Officer Clawback Strategy available on our web site at www.regencycenters.com for additional information. 102-36 Process for determining remuneration a. Refer to disclosure 102-35 above. b. The Company does use remuneration consultants as described at page 30 in Regency's 2021 Proxy Statement. c. The remuneration consultants generally attend meetings of the Compensation Committee, and are available to participate in executive sessions and to communicate directly with the Compensation Committee chair or its members outside of meetings. They report on peer group considerations, executive compensation trends, and current trends and regulatory developments.
Standard Disclosure Standard Description 2020 Response and URLs
Stakeholder Engagement
102-40 List of stakeholder groups
Stakeholder Engagement
102-41 Collective bargaining agreements No collective bargaining agreements are in place with Regency's employees.
102-42 Identifying and selecting stakeholders Stakeholder Engagement
102-43 Approach to stakeholder engagement Stakeholder Engagement
102-44 Key topics and concerns raised Stakeholder Engagement
Understanding Stakeholders’ Priorities
Reporting Practice
102-45 Entities included in the consolidated financial statements 102-46 Defining report content and topic boundaries 102-47 List of material topics Reference pages 65-91 in our 2020 Regency Centers 10-K Filing.
Regency Overview
Understanding Stakeholders’ Priorities
102-48 Restatements of information None
102-49 Changes in Reporting
102-50 Reporting period
102-51 Date of most recent report
102-52 Reporting cycle
102-53 Contact point for questions regarding the report 102-54 Claims of reporting in accordance with the GRI Standards 102-55 GRI content index
102-56 External assurance None
January 1, 2020 to December 31, 2020
June 2020, reporting on the period January 1, 2019 to December 31, 2019
Annual Reporting
Christy McElroy, Senior Vice President Capital Markets 904-598-7616
This report has been prepared in accordance with the GRI Standards: Core Option.
GRI Index
Regency Centers has worked with an independent party to verify the environmental data contained in our 2020 Corporate Responsibility report. The details of the verification process and level of assurance obtained are set out in their certificate.
Standard Disclosure Standard Description 2020 Response and URLs
Economics
GRI 103: Management Approach 2016
Economic performance is material to Regency due to its relevance to shareholders, bondholders and lenders, employees, co-investment partners, tenants and the communities where Regency’s properties are located. Through strong financial performance, Regency enhances the capital of its investors and partners, establishes its ability to remain a reliable workplace and landlord and grows its ability to positively contribute to its local communities through job creation and by maintaining high quality properties. Responsibility for economic performance lies with Regency’s Executive Committee who, collectively, are responsible for establishing goals, monitoring progress against those goals and reporting to the Board of Directors on a quarterly basis. The effectiveness of the management of this topic is assessed through financial reporting and monitoring performance relative to goals and expectations. Indirect economic impacts are material to Regency and the local communities in which Regency operates as new properties stimulate job creation and revenue for localities through taxes generated. Oversight of Regency’s investments in shopping centers, newly acquired as well as investment in new development and redevelopment of Regency’s existing portfolio, comes from the Board of Directors and Regency’s Executive Committee, which includes the President and Chief Executive Officer, Executive Vice President and Chief Financial Officer, and Executive Vice President and Chief Operating Officer. The Capital Allocation Committee, which includes Regency’s Executive Committee and Managing Directors, approves investments and monitors progress and performance through quarterly business reviews, Investment Committee Meetings and Board of Director meetings. The management of this topic is evaluated by assessing the economic return of such investments.
GRI 201: Economic Performance 2016
201-1 Direct economic value generated and distributed 201-2 Financial implications and other risks and opportunities due to climate change
GRI 203: Indirect Economic Impacts 2016
203-1 Infrastructure investments and services supported
Our Communities
Reference page 16 of 2020 Regency Centers 10-K Filing for additional information.
Governance
GRI 103: Management Approach 2016
Central to Regency’s success is its adherence to best-in-class corporate governance principles, as they underscore Regency’s commitment to ethics and integrity and to being a good corporate citizen. The General Counsel facilitates management oversight of governance-related topics, with responsibility resting with the Executive Committee and ultimately the Board of Directors and its Nominating and Governance Committee to whom the Counsel reports no less than quarterly. Regency’s governance structure and practices are material to its employees, tenants, partners, vendors, and the communities in which Regency operates. Strong governing principles ensure accountability and compliance with all applicable laws and regulations and enhance credibility with stakeholders. By adhering to good governance principles, Regency maintains investor confidence and ensures the Company’s lasting success. As examples of Regency’s commitment to best-in-class practices, in 2017, Regency developed a Clawback Policy to ensure that Board members and executives are incentivized appropriately. In 2014, Regency developed a Board Refreshment Plan to ensure that its Board reflects diverse and balanced perspectives and backgrounds, which helps to preserve the quality, dedication and chemistry of the Board. Regency’s refreshed Speak Up Initiative encourages employees to voice any ethics, compliance or governance grievances directly with managers, trusted officers or the Human Resources department or by reporting via an online portal or calling a toll-free, anonymous AlertLine. In evaluating the management of this topic, Regency relies heavily on feedback from its investors and institutional investor advisory firms to seek ways to improve its governance practices.
Appendix: Financial Performance Data
Reference item 8 of our 2020 Regency Centers 10-K Filing for additional information.
Environmental Stewardship
Reference page 13 of our 2020 Regency Centers 10-K Filing for additional information.
Standard Disclosure Standard Description
GRI 103: Management Approach 2016
The ethical conduct of Regency and its leaders is material for all its stakeholders. Adherence to fair and honest business practices is fundamental to minimizing and mitigating risks, reducing liabilities, and maximizing Regency’s potential to achieve its strategic goals. Responsibility for this topic belongs to Regency’s Executive Committee, General Counsel, Vice President of Internal Audit, the Compliance Committee, and, ultimately, the Board of Directors, which oversees and approves the Company’s Code of Business Conduct and Ethics. Regency’s Compliance Committee influences its culture and ensures Regency is conducting business ethically through the identification and remediation of risks through risk action plans, which are reviewed and updated by the Committee quarterly. Significant updates are communicated no less often than quarterly to the President and Chief Executive Officer, and the Audit and Nominating and Governance Committees of the Board.
GRI 205: Anti-corruption 2016
205-2 Communication and training about anti-corruption policies and procedures
205-3 Confirmed incidents of corruption and actions taken
GRI 206: Anti-competitive Behavior 2016
206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices There were no legal actions for anti-competitive behavior, anti-trust, or monopoly practices at Regency during the reporting period.
GRI 103: Management Approach 2016
Regency’s employees are a vital component of our success. Our unique culture attracts, retains, and engages highly talented people. The Executive Committee bears ultimate responsibility for the management and engagement of employees. Regency’s managers, with support from Human Resources, actively manage this topic by fostering an open and inclusive environment, providing employees with tools and training, supporting a dynamic and balanced work environment, and by providing competitive benefits. In 2020, Regency built on its efforts to advance diversity, equity and inclusion both within and without our workplace by working with expert vendors to develop a DEI Strategy and roadmap. Regency evaluates its approach and identifies areas for improvement by monitoring the annual employee engagement score and through other formal and informal channels.
GRI 401: Employment 2016
401-1 New employee hires and employee turnover
2020 Response and URLs
Ethics and Governance
100% of employees are trained in our anti-corruption policies and procedures. In 2020 Regency implemented the refreshed "Speak Up" program, as well as a manual on how managers should resolve concerns and conflicts.
Reference Regency's Code of Business Conduct and Ethics and Corporate Responsibility Policies and Practices available at www.regencycenters.com for more information. There were no confirmed incidents of corruption at Regency during the reporting period.
Appendix: Our People Data
Employee turnover in 2020 was 15%, a breakdown of new hires and departures is in the Appendix: Our People Data.
Standard Disclosure Standard Description
401-2 Benefits provided to full-time employees
401-3 Parental leave
2020 Response and URLs
• Medical with HRA fund (Regency funds $1,500 for Employee Only coverage and $3,000 for Employee + 1 and Employee + Family Coverage to offset out-of-pocket deductible), HDHP with HSA (employer contribution $500 for employee only and $1,000 for family), dental and vision • Teladoc (telemedicine) • Flexible spending accounts Health Care, Dependent Care, Limited Purpose • Wellness Program to include employer paid onsite or offsite biometric screenings for employees and spouses as well as up to $1,000 in incentives per household, onsite annual flu shots (Jacksonville only), 7x winner of Platinum award for healthiest companies • 401(k) enrollment with employer match (100% up to $5,000/year) and a discretionary annual profit sharing contribution • ALEX – interactive decision support tool available to employees and spouses to help make the right benefit choices dependent upon individual needs • Financial Wellbeing resources through Principal to include will preparation and student loan repayment • Anniversary Stock Grant Awards (non-LTI participant) for milestone anniversaries (employees receive $1,000 worth of Regency stock) • Employees become Regency shareholders after 1 year of employment receiving stock either through the Anniversary Stock Grant Award program or through their compensation plan (Officers). • Education Assistance • Recruiting Refer-a-Friend Incentives • Fully company-paid Life/AD&D/Disability (Short & Long Term) Insurance • Voluntary Supplemental Benefit Options • Paid Time Off (23 – 33 days per year based on length of service with 10 day carryover per year exception with CA) • 10 Paid Holidays • Health Advocate (Health Advocacy and Claims Assistance/Employee Assistance Program fully company-paid and available to employee, spouse, children, and in-laws do not have to elect health insurance) • Bereavement Leave, Jury Duty Leave, Military Leave, FMLA, Personal Leave, Parental Leave, Compassion Leave • Matching Gifts to non-profit organizations • Volunteer Time Off (up to 52 hours per year) • Parking Allowance (Jacksonville and Los Angeles) • Benefits provided to full-time employees that are not provided to temporary or part-time employees • Supplemental Benefits **These plans are available to full-time temporary employees who meet eligibility requirements
Regency offers Parental Leave to birth mothers and non-birth parents allowing three weeks of paid time to bond with baby after delivery or adoption. a. 91% (N = 236) of female employees were entitled to leave related to a newborn child in 2020. Those not entitled did not meet the eligibility requirements of working 1,250 hours and being employed for 12 months. 91% (N=160) of male employees were entitled to leave related to a newborn child in 2020. Those not entitled did not meet the eligibility requirements of working 1,250 hours and being employed for 12 months.
b. Total number of employees that took parental leave, by gender 4% (N=10) of females took parental leave in 2020; 1 leave continued into 2021 5% (N=9) of males took parental leave in 2020; 5 leaves continued into 2021
c. Total number of employees that returned to work in the reporting period after parental leave ended, by gender. 100% (N=9) females returned to work after leave (started and returned in 2020). 100% (N=4) males returned to work after leave (started and returned in 2020).
d. Total number of employees that returned to work after parental leave ended that were still employed 12 months after their return to work, by gender. 2 of 3 females (leave began October – December 2019) 8 of 8 males (leave began March – December 2019)
e. Return to work and Retention rates (started and returned in 2020)
Return to work = Female 100% Male = 100%
Retention = Female 78% Male = 100%
Standard Disclosure Standard Description
GRI 103: Management Approach 2016
Regency complies with all laws regarding workplace safety both federal and state specific (where applicable). We conduct annual inspections and have employees responsible for, and tasked with, monitoring and ensuring the safety of our offices and centers. These employees receive regular training to conduct these duties. We have processes in place for health and safety concerns to be reported, anonymously where the employee chooses. When injuries and accidents are reported we coordinate investigations to understand the cause and where appropriate, implement measures to prevent future incidents. We also coordinate insurance and legal reporting through our HRIS system. We do not monitor or manage the safety of workers in workplaces outside our operational control. However, we work with our vendors and contractors to ensure they have appropriate health and safety protocols in place.
GRI 403: Occupational Health and Safety 2018
403-1 Occupational health and safety management system
403-2 Hazard identification, risk assessment, and incident investigation
403-3 Occupational health services
403-4 Worker participation, consultation, and communication on occupational health and safety 403-5 Worker training on occupational health and safety
403-6 Promotion of worker health
403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships
2020 Response and URLs
Regency complies with all laws regarding workplace safety both federal and state specific (where applicable). Once HR or Risk Management is notified of a work-related accident or injury to an employee, it is reported to the workers’ compensation carrier to determine whether a claim needs to be filed. The incident is also reported in HR’s HRIS system in order to comply with annual OSHA reporting requirements. Regency does not manage work-related accident or injury processes in workplaces outside our operational control but we do work with contractors to ensure they meet all legal requirement with respect to their workers' health and safety. a. Regency conducts regular risk assessments of workplaces within our operational control. Employees conducting these assessments are appropriately briefed and trained on office management. If an accident or injury occurs we investigate the circumstances and update our processes accordingly. b. Employees are encouraged to report any accidents, injuries or issues to their managers, HR and/or Risk Management. Employees undertake annual 'Speak Up' training through which they are made aware that reprisals for reporting issues are not acceptable. They are also made aware that reports can be made anonymously through our AlertLine. c. Regency regularly advises employees that their health and safety is a priority. They are encouraged to report concerns and remove themselves from situations they believe could cause injury or ill health. Employees undertake annual 'Speak Up' training through which they are made aware that reprisals for reporting issues or concerns are not acceptable. They are also made aware that reports can be made anonymously through our AlertLine. d. HR and Risk Management undertake a rigorous investigation of any accident or injury in the workplace. This includes identifying and implementing corrective actions and improvements required to ensure the workplace is safe and further accidents or injuries do not occur. When working with vendors and contractors Regency undertakes due diligence to ensure all applicable health and safety requirements for those organizations' workers are met. Regular reviews of health and safety are conducted with our contractors on the sites of our developments and redevelopments. a. Regular surveys of our benefits, including our health and wellness program, are undertaken to ensure there is participation and consultation in the development, implementation and evaluation of our health and safety processes, programs and procedures. We communicate regularly about our benefits, provide compulsory annual training, and offer a voluntary wellness program to employees. Regency does not provide health and safety training to workers that are not employees. However, we conduct due diligence on vendors and contractors to ensure they meet applicable requirements and have regular reviews with contractors on our development and redevelopment sites to ensure ongoing training and requirements are met. a. We provide a competitive benefits package including access to telemedicine and comprehensive insurance for employees to access nonoccupational medical and healthcare services. b. Our benefits include access to a health and wellness program that provides comprehensive advice and support for non-occupational health risks such as smoking and diet. This program also offers biometric testing and mentoring for specific concerns. The program is available electronically through an app and our intranet. a. Regency owns, operates and develops neighborhood shopping centers and strives to ensure they are safe and secure for our employees, tenants and visitors. Annual risk assessments are undertaken to assist with this and annual safety training is compulsory.
Standard Disclosure Standard Description
403-8 Workers covered by an occupational health and safety management system
403-9 Work-related injuries
GRI 103: Management Approach 2016
Regency understands that a well-trained workforce is more innovative, effective and efficient. Regency's Human Resources department is responsible for this topic but also receives support from managers and the Compliance Committee who communicates the importance of ethics and compliance training to employees. The Executive Committee approves the training budget and also supports Regency’s programs. Regency's effectiveness in managing this topic is evaluated through the annual employee engagement survey results and by monitoring job performance metrics.
GRI 404: Training and Education 2016
404-1 Average hours of training per year per employee
404-2 Programs for upgrading employee skills and transition assistance programs 404-3 Percentage of employees receiving regular performance and career development reviews
GRI 103: Management Approach 2016
Regency is committed to enhancing diversity, equity and inclusion within and without the workplace. The Executive Committee, facilitated by the Senior Vice President of Human Resources, is responsible for executing Regency’s DEI Strategy and Roadmap. They are supported by a dedicated DEI Team and the leadership team who actively participate in the development and implementation of initiatives set out in the Roadmap. The General Counsel assists the Board in achieving diversity at the Board level.
GRI 405: Diversity and Equal Opportunity 2016
405-1 Diversity of governance bodies and employees
GRI 103: Management Approach 2016
Connecting with local neighborhoods and communities is an essential part of Regency’s objectives as it seeks to develop and operate shopping centers that are thriving environments for outstanding retailers and service providers. Regency’s President and Chief Executive Officer approves the budget for the philanthropic program, which supports Regency’s connection with communities. Regency evaluates the effectiveness of the philanthropic program in ongoing dialog with local agencies and support groups and its overall community engagement through local meetings and in social media. Regency strives to improve the communities it serves by investing in property enhancements at new and existing shopping centers through development, redevelopment, and other capital projects. Oversight of Regency’s investments in shopping centers, newly acquired as well as investment in new development and redevelopment of Regency’s existing portfolio, comes from the Board of Directors and Regency’s Executive Committee. The Capital Allocation Committee approves investments and monitors progress and performance through quarterly business reviews, Investment Committee Meetings, and Board of Directors meetings. The management of this topic is evaluated by assessing the economic return of such investments.
2020 Response and URLs
Regency complies with all laws regarding workplace safety both federal and state specific (where applicable). Once HR or Risk Management is notified of a work-related accident or injury to an employee, it is reported to the workers’ compensation carrier to determine whether a claim needs to be filed. The incident is also reported in HR’s HRIS system in order to comply with annual OSHA reporting requirements. 100% of Regency's employees are covered by this system. Regency does not manage work-related accident or injury processes in workplaces outside our operational control but we do work with contractors to ensure they meet all legal requirement with respect to their workers' health and safety. There were zero Regency employees injured in the workplace in 2020 and zero workplace injury-related missed days of work. Regency does not monitor or report on workers in workplaces outside our operational control however we do work with vendors and contractors to ensure health and safety requirements are met.
Our People
In 2020, Regency employees undertook a total of 10,528 hours of training, an average of 24 hours per employee. The average for both male and female employees was also 24 hours.
Our People
For the 2020 performance review period, 100% of eligible employees received a regular performance and career development review. A breakdown of employees by gender and employee category is in the Appendix: Our People Data.
Ethics and Governance Appendix: Our People Data
Standard Disclosure Standard Description
GRI 413: Local Communities 2016
413-2 Operations with significant actual and potential negative impacts on local communities
GRI 103: Management Approach 2016
Providing a safe and secure environment increases the likelihood of operating a successful shopping center. High-quality tenants draw customers however, a safe environment retains their continued business. These topics are managed by the Managing Director, Property Operations and executed by Regency’s in-house Property Management team, which performs frequent property inspections to identify property level maintenance and repair needs, including those related to safety. Tenants can submit improvement opportunities and needs through work order submissions on Regency's corporate website and in annual tenant surveys. A safe and secure shopping center is fundamental to a customer’s overall experience and Regency is able to monitor its effectiveness in this area, as well as the overall success of a shopping center, through occupancy rates, tenant sales and health.
GRI 415: Public Policy 2016
415-1 Political contributions Reference Code of Business Conduct and Ethics for details on Regency's policy on Political Contributions. In 2019/20, Regency updated its Code of Business Conduct and Ethics to include enhancements to address political activities and contributions.
For the reporting period, Regency did not make any material political contributions.
GRI 416: Customer Health and Safety 2016
416-1 Assessment of the health and safety impacts of product and service categories
Our Communities
All of Regency's properties are inspected on an ongoing basis for health and safety impacts, including, roof inspections, building inspections, fire/ life safety inspections and general liability inspections. In addition, Regency also conducts environmental assessments, especially on acquisitions and development projects, and performs ongoing monitoring of sites previously identified for remediation activities.
Environment
GRI 103: Management Approach 2016
Environmental Stewardship
Energy is a significant operating expense and is the largest source of Greenhouse Gas emissions for Regency. It is also a material environmental issue for our retailers and communities. Regency is committed to reducing energy consumption at our properties, achieving carbon-neutrality for our Scope 1 and 2 Greenhouse Gas emissions and facilitating energy and emission reductions across our value-chain. In our development program, Regency is focused on developing energy-efficient buildings utilizing low-emission construction practices. In the operating portfolio, Regency continually monitors its energy consumption using a data acquisition system that enables utility and sub-meter level usage tracking, the data is analyzed to identify energy conservation and emission reduction opportunities. Additionally, we strive to promote emissions reductions by partnering with tenants to expand the use of renewable energy and the use of electrified transportation at our properties.
2020 Response and URLs
Our Communities
Environmental stewardship is a central component of Regency’s Corporate Responsibility Program and we are committed to continually improving our performance through our environmental management system. Our Vice President of Sustainability is directly responsible for environmental policy, strategic planning, goal setting and performance monitoring. This role reports to the Managing Director, Operations weekly, and the Chief Operating Officer quarterly. They are supported by the Corporate Responsibility Team who reports quarterly to the Corporate Responsibility Committee and regularly to the Operating Committee and Board of Directors. These more senior stakeholders continually evaluate program Environment effectiveness through monitoring of internal performance metrics, peer benchmarking, and stakeholder feedback. In general, Regency’s boundary for environmental impacts is where we have ‘operational control’, which is defined as operations and areas where the company has the full authority to implement its policies and practices. In our development program, we have varying levels of operational control, depending on tenant type and lease specifications. In the operating portfolio, our area of control is typically limited to exterior common areas. For impacts associated with our properties but outside our operational control, typically tenant controlled areas, Regency actively engages stakeholders to promote and facilitate environmental responsibility. Material topics under this category include: “302 Energy”, “303 Water”, “305 Emissions”, “306 Waste and Effluents”, and “307 Environmental Compliance".
Standard Disclosure Standard Description
GRI 302: Energy 2016 2020 Response and URLs
302-1 Energy consumption within the organization
Energy consumption within the organization a. 6,854 MWh of natural gas was consumed. b. We estimate 13,230 MWh of renewable energy was consumed based on eGRID 2019 subregion resource mix. c. 74,579 MWh of total electricity was consumed. d. 4,038 MWh of electricity was sold. e. 81,433 MWh of total energy was consumed. f. Energy has been inventoried using an organization boundary that aligns with the Operational Control approach defined by The Greenhouse
Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition). Regency’s boundaries of operational control are confined to common areas and vacant premises, and exclude tenants’ premises within the operating portfolio as well as Regency’s leased corporate offices. g. Factors used are from eGRID 2019, February 2021. 4,038 MWh of solar electricity was produced by Regency-owned solar arrays for tenant consumption.
302-2 Energy consumption outside of the organization
a. We estimate that 1,369,812 MWh of energy was consumed outside our organization. b. We accessed aggregated energy data for approximately 52% of the properties. For the remaining properties, each tenant space was identfied as either grocer or retail and their energy use was estimated based on the average electricity and natural gas consumption per floor area for each space type, per the US Department of Energy's Commercial Building Energy Consumption Survey (2012). 302-3 Energy intensity a. Our energy intensity ratio using energy consumption within our operational control is 0.002 MWh per square foot of gross lettable area, we estimate the energy intensity within our tenants' operational control is 0.03 MWh per square foot of gross lettable area. b. Intensity is calculated as energy consumption divided by total square feet of gross lettable area. c. Types of energy included in our calculations are fuel and purchased electricity. d. We have calculated energy intensity both within our operational control and outside of it. 302-4 Reduction of energy consumption Environmental Stewardship a. We reduced our energy consumption by 5,587 MWh in the reporting period as a direct result of our energy conservation programs. b. Types of energy included in our calculations are fuel and purchased electricity. c. 2018 is our base year for environmental goals as it aligns with our emissions reduction goals which were reset following early achievement of our original goals. Since our base year we have reduced our energy consumption by 7,630 MWh through our energy conservation programs. d. Energy has been inventoried using an organization boundary that aligns with the Operational Control approach defined by The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition). Regency’s boundaries of operational control are confined to common areas and vacant premises, and exclude tenants’ premises within the operating portfolio as well as Regency’s leased corporate offices.
GRI 305: Emissions 2016
305-1 Direct (Scope 1) GHG emissions
305-2 Energy-indirect (Scope 2) GHG emissions a. Gross Scope 1 emissions in 2020 were 1,283 MT CO2e. b. CO2, CH4, N20 were included in the calculation. c. Zero biogenic CO2 emissions in 2020. d. 2018 is our base year for emissions reduction goals following a reset when our original goals were achieved. e. Factors used are eGRID 2019, February 2021 and EPA Emission Factors for Greenhouse Gas Inventories, March 2018. f. We use an operational control boundary in our calculations. g. The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition). a. Gross location-based Scope 2 emissions were 25,619 MT CO2e. b. Gross market-based Scope 2 emissions were 23,399 MT CO2e. c. CO2, CH4, N20 were included in the calculation. d. 2018 is our base year for emissions reduction goals following a reset when our original goals were achieved. e. Factors used are eGRID 2019, February 2021 and EPA Emission Factors for Greenhouse Gas Inventories, March 2018. f. We use an operational control boundary in our calculations. g. The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition).
Standard Disclosure Standard Description 2020 Response and URLs
305-3 Other indirect (Scope 3) GHG emissions a. Gross Scope 3 emissions are estimated to be 832,381 MT CO2e. b. CO2, CH4, N20 were included in the calculation. c. Zero biogenic CO2 emissions. d. Refer to the Appendix: Emissions Summary for Scope 3 categories included in our calculation. e. 2019 is the base year as it was the first year we have calculated Scope 3 emissions. f. Factors used are eGRID 2019, February 2021 and EPA Emission Factors for Greenhouse Gas Inventories, March 2018. g. The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition).
305-4 GHG emissions intensity a. Our Scope 1 and 2 emissions intensity is 0.0005 MT CO2e and our Scope 3 emissions intensity is 0.016 MT CO2e. b. Intensity is calculated as emissions per square foot of gross lettable area. c. Scopes 1, 2 and 3 are included in our intensity calculations. d. CO2, CH4, N20 were included in our calculations.
305-5 Reduction of GHG emissions
Environmental Stewardship
a. We reduced our GHG emissions by 4,440 MT CO2e in 2020 as a direct result of our reduction initiatives. b. CO2, CH4, N20 are included in our calculations. c. 2018 is our base year as it aligns with our emissions reduction goals which were reset following early achievement of our original goals. d. Scopes 1 and 2 are where reductions took place, Scope 3 is outside our operational control and we commenced estimating this in 2019. e. The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition); U.S. E.P.A. eGRID2016; 2014 Climate Registry
Default Emission Factors (SAR - 100 year).
GRI 103: Management Approach 2016
Water is a crucial resource for the communities in which we operate, and an increasing operating expense for Regency and our tenants. We are committed to using water efficiently and facilitating efficient use by our tenants. In our development program, we strive to balance communities’ desire for public landscaping with water conservation through thoughtful design, plant selection and use of high-efficiency water systems in the design and construction of our projects. In the operating portfolio, Regency continually monitors its water consumption using a data acquisition system that enables utility and sub-meter level usage tracking. The data is continually analyzed to identify conservation opportunities. We also seek to assist our tenants to use water more efficiently and provide tips and advice in our Tenant Sustainability Guide.
GRI 303: Water and Effluents 2018
303-1 Interactions with water as a shared resource
303-2 Management of water dischargerelated impacts 303-3 Water withdrawal
303-5 Water consumption
Environmental Stewardship
Water use within Regency's operational control is largely for landscaping the common areas of our properties. The water is sourced from municipal, public and private water utility providers and landscaping is thoughtfully planned to maximize conservation of this essential resource. We comply with public policy and local requirements for water use and monitor consumption regularly. We strive to reduce our water use without compromising the environments at our centers and encourage our tenants and other stakeholders to undertake water conservation measures including through our Tenant Sustainability Guide which provides guidance on tools and practices our tenants can use to reduce their water use. Water and effluent discharge at Regency offices and shopping centers complies with all state and federal laws. The US laws and regulations applicable to our properties and offices reflect best practice, as such Regency has not developed an internal standard. a. 1,647 megaliters of third-party water was drawn for use in areas under Regency's operational control. d. Regency measures its water consumption using a data acquisition system that enables utility and sub-meter level usage tracking. All water use within Regency's operational control is from municipal, public and private water utility providers. a. 1,647 megaliters of third-party water was drawn for use in areas under Regency's operational control. d. Regency measures its water consumption using a data acquisition system that enables utility and sub-meter level usage tracking. All water use within Regency's operational control is from municipal, public and private water utility providers.
Standard Disclosure Standard Description
GRI 103: Management Approach 2016
Waste management is an operating expense and source of Greenhouse Gas emissions, and can be a crucial issue in many of the communities where we operate. Regency is committed to minimizing waste within our operational control boundary sent to landfills and expanding access to recycling and composting services at our properties. While we do not generate the majority of waste at our properties considered within our operational control boundary, we are responsible for its disposal method and have set annual and 10-year goals to ensure we maintain our focus on increasing diversion of such waste. In our development program, all significant projects are required to implement a construction waste management plan. In the operating portfolio, we encourage tenants to participate in recycling and composting services and provide a Tenant Sustainability Guide with advice and tips on how to do so.
GRI 306: Waste 2020
306-1 Waste generation and significant wasterelated impacts
306-2 Management of significant wasterelated impacts
306-3 Waste generated
306-4 Waste diverted from disposal
306-5 Waste directed to disposal
GRI 103: Management Approach 2016
Regency believes environmental compliance is part of our responsibility as good corporate citizens. It is also necessary to mitigate the potential for monetary and reputational risks associated with non-compliance. Regency’s environmental policy is to comply with all applicable laws and regulations, and to proactively address potential environmental liabilities. Regency's Environmental Director and General Counsel are ultimately responsible for all compliance related issues. We have well established and sophisticated systems in place to ensure environmental compliance that includes a dedicated team of environmental consultants, legal counsel and insurance carriers. Outstanding environmental obligations are identified through rigorous due-diligence and are addressed through voluntary clean-up programs or other established corrective action programs conducted in close coordination with regulatory agencies.
GRI 307: Environmental Compliance 2016
307-1 Non-compliance with environmental laws and regulations Regency is committed to maintaining full compliance with environmental laws and regulations. Regency has not been subject to any significant fines or non-monetary sanctions for non-compliance with environmental laws and/or regulations in 2020.
2020 Response and URLs
Waste management is an operating expense and source of Greenhouse Gas emissions, and can be a crucial issue in many of the communities where we operate. Regency is committed to minimizing waste within our operational control boundary sent to landfills and expanding access to recycling and composting services at our properties. While we do not generate the majority of waste at our properties considered within our operational control boundary, we are responsible for its disposal method and have set annual and 10-year goals to ensure we maintain our focus on increasing diversion of such waste. In our development program, all significant projects are required to implement a construction waste management plan. In the operating portfolio, we encourage tenants to participate in recycling and composting services and provide a Tenant Sustainability Guide with advice and tips on how to do so. Regency works with third party vendors to collect and dispose of waste generated at our properties. Our operations and sustainability teams work with these vendors to ensure appropriate methods are used in waste management and that efforts are made to increase diversion from landfill. Vendors provide comprehensive reports on collection and waste-related data at least annually. a. 159,905 metric tons of waste was generated within our operational control boundary. b. The waste is all non-hazardous and the data is reported to us from third party vendors contracted to collect and dispose of it on our behalf. a. Total waste generated within operational control: 159,668 metric tons
Recycling: 36,075 metric tons
Composting: 26,897
Incineration or Landfill: 96,933 metric tons b. 0 metric tons of hazardous waste is generated at our properties. c. 9,178 metric tons of our recycled waste is cardboard. a. 96,933 metric tons of waste goes to landfill or incineration b. 0 metric tons of waste is hazardous c. i. Incineration with Energy Recovery: 20,271 metric tons ii. Incineration: 15,348 metric tons iii. Landfill: 61,314 metric tons
Supplemental Environmental Disclosure
Standard Disclosure Standard Description
GRI CRE Sector Supplement Disclosure
Building Water Intensity
Land Degradation, Contamination and Remediation
Green Building
Response
In 2020, Regency's building water intensity was 0.00003 megaliters per square foot of GLA.
In 2020, Regency had approximately 60 environmental clean-ups underway at properties. These efforts included soil and groundwater remediation as well as vapor intrusion mitigation. Many of these projects are to remediate the impacts of historic land use practices, frequently past dry cleaner and gas station operations, encountered during urban infill developments or brownfield redevelopments.
